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S O U T H E A S T A S I A
Logistics Innovation LabEnabling greater success in Asia through innovative
logistics practices
22 April 2016
Documentation
2
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Executive Summary
Thank you for joining us on Friday, 22 April 2016 at the Logistics Innovation Lab
at the Deloitte Greenhouse in Singapore. It was a pleasure to host you and hear
from you the needs and challenges currently faced in your organizations or
industry.
This session was specially designed for Japanese companies whom we recognize
have continued to have strong interests in investing in Southeast Asia as they
seek to offset low domestic growth and capture the emerging markets in the
region. At the backbone of this, are the logistics challenges and opportunities
that must be skillfully managed in order to maximize returns on investment and
reap further growth opportunities in the ASEAN region.
During the Lab, we hope that we’ve inspired you with key concepts and
examples which you can give further thought to. Through a series of sharing and
discussions, we focused on:
• Improving logistics productivity
• Navigating customs and border challenges to maximise benefits from free
trade agreements
• Leveraging LSPs to better ROI
The following pages contain a documentation of the content and ideas shared
and discussed during your time with us in the Deloitte Greenhouse. We look
forward to supporting you in the next stage of your logistics and supply chain
journey.
3
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Your Journey in the Deloitte Greenhouse
Welcome & Introductions
Logistics & Supply Chain in Numbers:Facts and figures of the logistics and supply chain industry in the ASEAN region
Improving Logistics Productivity in Challenging Market Conditions: Explore the key productivity levers that can be pulled to deal effectively with the infrastructural and labour challenges of the
ASEAN region to protect margin and capture the revenue growth
Capitalising Customs and Trade Opportunities in the Region:
Focus on management of customs / border challenges to maximise benefits arising from FTAs/TPP and the AEC
Leveraging Services and Products Offered By Leading LSPs for better ROI: Learn about leading products and services that enable operational excellence, improve productive and efficiency
and facilitate of trade compliance
Q&A | Session Close
9 am
1 pm
A macroeconomic view of the logistics and supply chain industry in Asia
Logistics & Supply Chain in Numbers
5
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Logistics & Supply Chain in Numbers
The Logistics Innovation Lab kicked-off with a friendly competition. Participants competed in a trivia challenge, putting their knowledge
of the logistics and supply chain landscape in the region to the test. The ten questions participants had to rack their brains over were
split between leading macro economic & logistics trends as well as customs & trade. An overview can be found in the next few pages.
6
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Q1: Which country in ASEAN has the strongest projected GDP growth?
A: Vietnam (GDP growth of 6.8% in 2016)
5.4%5.1%
5.5%5.6%5.3%
4.8% 4.8%
4.4%4.7%
4.5%4.3%
5.0%
5.8%5.7%5.9%5.8%
6.1%5.8%
6.4%6.4%6.8%6.9%6.8%6.7%
20162015 20202017 2018 2019
Philippines VietnamSingaporeThailandIndonesia Malaysia
Source: The Economist Intelligence Unit, Country Report
ASEAN-6 GDP Growth
• ASEAN countries show persistent and strong
economic growth potential with 4.5% CAGR of GDP
• Total GDP of ASEAN countries reached US$2,500
billion in 2015
• Indonesia has largest GDP contribution in ASEAN,
followed by Thailand, Malaysia, Philippines, Singapore
and Vietnam
Considering Japan as leading market of ASEAN countries,
it is important to invest and grow together with ASEAN.
Facts about ASEAN GDP
7
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Q2. Which country in ASEAN is most innovative in logistics?
Source: ASEAN Secretariat, VNNIC, APJII, company data, UBS estimates, Japan Post
Information Management Platform• TradeNet: One-stop platform simplifying all
documentation.
• Saves time, reduces cost and improves efficiency
Supply Chain Competence Centre: • EDB Logistics & SCM focused on innovation
• PSA and MPA invested US$16m in Automated Guided
Vehicle (AGV) for 24x7 port operation;
• NUS-MIT rolled out Autonomous vehicles, a potential
multi-trillion dollar industry.
Case Study: Singapore
Country ETI rank Efficiency and
Transparency of
border
administration
Availability &
Quality of
Transport
Infrastructure
Availability &
Quality of
Transport
Service
Singapore 1 1 2 1
Malaysia 25 38 14 26
Thailand 57 56 28 39
Indonesia 58 69 60 58
Japan 13 5 7 4
China 54 48 16 31
Enabling Trade Index (ETI) Ranking
A: Singapore (7th in Global Innovation Index and 5th from a Logistics Performance perspective; Both are highest amongst ASEAN countries)
Frame picking solution & automation sorting
E-commerce
Internet of Things & Sensors
GPS & RFID (location & address management)
Smart vehicles
8 710
74
1012
610
8 86
0
5
10
15
8
Indonesia
12
MalaysiaPhilippines
10
Thailand
68
7
10
78
10
64
VietnamSingapore
Lead-time from Japan
SAL/surface (weeks)Air Parcels (days)
Innovation in Logistics
8
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Q3. What is the percentage of Japan’s FDI into ASEAN countries in 2014?
0 20 40 60 80 100 120 140 160 180 200 220 240 260 280 300 320
Australia
China
ASEAN
Taiwan
South Korea
US
EU 28
Hong Kong
India
Japan
FDI in ASEAN 2014
Inward FDI stock for ASEAN,2014 (Billion $)
Source: IMF
12.5%
US$ 180 billion
A: 12.5% (Japan is ASEAN’s largest source country of FDI, while ASEAN is Japan’s most important FDI destination in ASIA)
• ASEAN is a key production base and an attractive
market for Japanese MNCs
• Japan is one of ASEAN’s oldest and most important
partners and supporters
• Japan is ASEAN’s 2nd largest trade partner after China
with total bilateral trade amounting to about $220
billion in 2014
• 55% of Japan’s total FDI into ASEAN is in
manufacturing and 45% in non-manufacturing
• Within manufacturing, the 3 largest areas are:
Transportation, Electronic machinery and Chemicals and
Pharma
Source: Japan Ministry of Finance
Facts on ASEAN-Japan Relations
9
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Q4. What is the 3PL penetration rate in Asia Pacific?
Financial: Take assets off balance sheet while
retaining control of logistic management
Management: Better focus on key competencies
such as product development, marketing and
selling of products16%
APA
C R
eg
ion
Pen
etr
ati
on
Level (%
co
ntr
act
lo
gis
tics
of
overa
ll s
pen
d)
22%
EU
Motivation for Outsourcing
Source: Ti Report Global Contract Logistics
Taiwan
Indonesia
3% 22%
South Korea
India
Australia
7%
5%
China
3%
7%
Japan
41%
Other Asia
12%
A: 16% (Compared to 22% in Europe and 21% in US)
• More companies outsourcing supply chain and
logistics activities huge potential in ASEAN
• Increasing demand for logistics companies with
specialized knowledge and experience
• Outsourcing can include basic transportation and
other services aligned to industry value chains and
key business strategies.
AP Contract Logistics Market Share by Country 2016Future of Outsourcing
10
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Q5. What is the average unemployment rate in ASEAN?
6.0%
3.0%
1.9%
6.3%
0.9%
3.2%
6.2%
4.2%
2.0%
6.4%
0.9%
3.2%
6.3%
1.9%
6.1%
1.0%
3.1%
6.2%
GlobalVietnam ASEANSingaporePhilippineThailandIndonesia Malaysia
201720162015
Source: The Economist Intelligence Unit, International labour organization
13.0%13.1%
6.2%
9.4%
16.6%
3.4%
10.4%
21.6%
Philippine SingaporeMalaysiaIndonesia GlobalASEANVietnamThailand
Case Study: Singapore
Foreign worker quota based on Dependency Ratio guidelinese.g. 40% of manufacturing workers must be local FTEs
Progressive increase in levies for both S-Pass and Work Permit holders
Increase in minimum qualifying salaries for Employment Pass
Employers are required to advertise job vacancies on government’s portal (Jobs Bank), exclusive to locals, for 14 calendar days before they can submit an EP application
Singapore’s unemployment rates have remained consistent at ~2-3%
A: 4.2 % (ASEAN countries have low unemployment rate so it is crucial to deal with labour scarcity)
ASEAN Countries Unemployment Rate
ASEAN Countries Youth Unemployment rate
11
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Q6. By 2030, what percentage is the trade for the member countries anticipated
to increase, when the TPP becomes live?
A: 11 %
12
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Q7. Has the ASEAN Economic Community been adopted?
A: Yes (in December 2015)
• In AEC 2025, ASEAN will continue to reduce or eliminate border and behind-
the-border regulatory barriers that impede trade, so as to achieve
competitive, efficient, and seamless movement of goods within the region.
AEC 2025 – Moving Forward
• Eliminate/reduce tariffs on ASEAN-originating goods when traded between
member states.
• Standardise data on import/export declarations – to facilitate faster customs
clearance.
• Recognition of global testing/certification standards – ultimately eliminating
the need and costs of re-testing goods when distributing across ASEAN.
AEC 2015 – Key Achievements
13
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Q8. How many countries in ASEAN has developed its National Single Window (NSW)?
A: 7 (Singapore, Brunei, Indonesia, Malaysia, Thailand, Vietnam, Myanmar)
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Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Q9. How many FTAs has Singapore signed on to?
A: 20
• Utilization of FTAs based on the ASEAN-4
countries was a mere 26%.
(Singapore, Malaysia, Indonesia, Vietnam)
• 48% of ASEAN exporters say they do not use
some FTAs because of the complexity of
agreement terms (e.g. ROO and OCPs)
• 29% say the benefits do not compensate for
the difficulties in using them.
What are the challenges?
Costa Rica
Jul 2013
GCC
Sep 2013
15
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Q10. For companies adopting regional distribution hubs, can products retain its
originating status?
A: Yes (Appropriate processes and procedures monitoring the movement of goods are necessary.)
Direct Consignment Model
Factory
COO required
to evidence
origin.
Direct
Consignment
Rule satisfied.
RDC Model
Factory
RDC
(Bonded
warehouse)
MC to be applied in
intermediary country.
Critical that
documentation
presented in destination
country is aligned with
Information presented
on commercial and
shipping documentation.
Overcome infrastructural and labour challenges while protecting margins and driving growth
Improving Supply Chain Productivity
17
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Improving Logistics Productivity
With the Trivia completed and prizes presented, the stage was set for Walter Kuijpers, Supply Chain Consulting Leader for Southeast Asia
to share about logistics innovation levers participants can leverage to mitigate the typical challenges around infrastructure and
manpower – which affects productivity and efficiency – in this region.
(i) Document
Management
(ii) Different classification
of goods in different
countries.
(i) Cloud-based enterprise
content management
(ii) Master Data Governance
(iii) Central policies &
procedures
Challenge Proposed Solution
(i) Long lead times• Impacts fulfilment
(ii) High shipment costs
(iii) High level of inventory
and obsolescence
(i) Postponement strategy,
pulling of safety stock
(ii) Implementation of
integrated business
planning
Challenge Proposed Solution
(i) Talent scarcity• Labour restrictions
(in SG, MoM
policies)
(ii) High annual employee
turnover
(i) Enhance retention
schemes
(ii) Leverage mobility and
digital disruptions
(iii) Route-to-market with
eCommerce and omni-
channel
Challenge Proposed Solution
(i) Reactive supply chains
(ii) Poor visibility
(iii) Limited end-to-end
supply chain controls
(i) Lean execution, shop
floor performance
visualization
(ii) Big data analytics
(iii) Enterprise workflow
management & control
tower
Challenge Proposed Solution
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Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Improving Logistics Productivity
A major impact for logistics productivity is the traditional supply network shipping from factories or other supplier sources (origins) to
individual sales companies (destinations) across the ASEAN region. Walter touched upon the differences between a typical model and
having a regional distribution centre and to address the question of how companies manage an effective network.
Regional Distribution Centre
• Explore the opportunity to establish an ASEAN regional logistics hub to help
untangle the network and improve route to market
• Reduce incorrect inventory levels in local markets and pull safety stock levels into a
single location closer to the destination market
• New options to reduce freight cost with a more balanced mode-of-transport from
air to a more favourable mix of ocean, road and air.
• Postponement strategy for semi-finished products brought into a regional
distribution hub
• Utilizing certificate of origin provides further opportunities for business’ to
reduce/exempt tax and get benefit from lower duty fees and tariffs.
• Implementation of an effective Integrated Business Planning process (S&OP) to
provide a centralized long term view of demand and supply.
Proposed Solution
Typical Model
Typical Challenges
• High supply chain risk
• Surplus inventories across the different countries
• Low response time to market driven by longer lead times coupled with higher
transportation cost due to mode of transport (air) from origin to destination
countries.
• Poor demand and supply visibility of the local markets.
• Product classification issues due to mismatches in master data (multiple ERP
systems) and product pricing as a result of decentralized control of sales
incentives and promotional discounts
19
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Supply Chain Maturity ModelCategory Stage 1 : Basic Stage 2 : Advanced Stage 3 : Leading
1.Fulfilment and
Logistics Strategy
• Network strategy determined by analysis of all traditionally relevant
goods flows based on point-to-point origin (mfg)-destination (salesco)
• Spreadsheet based tools using transport cost per trade-lane pair
• Network design concepts applied serving selected markets through
single countries for consolidation of freight
• Product and market based analysis for optimizing movements of
freight to reduce freight cost and improve sales revenues
• Optimal Supply Chain Network, hierarchy and postponement strategy
• TMS optimization for optimal trade-lane mgt. and mode of transport
• Annual network & inventory strategy evaluation using advanced analytics
• Integrated Returns Management Strategy
2.Vendor (LSP)
Management
• No standard vendor management procedures
• No formal administration and management of vendor at group level;
limited visibility of vendors’ performance
• Decisions made at site or at the functional level
• Information sharing & collaboration with vendor (e.g. EDI)
• Vendor scorecard tracking and best practice sharing
• Clear set KPIs and visibility through regular interlocks with the
vendor on performance of those KPIs
• Formal periodic vendor performance review
• Formal vendor transition/ termination process
• Vendor are partners in the Supply Chain, providing value-added services
• Vendor is incentivized through continuous improvement benefit sharing
3. Order Management
• Orders handled on ad-hoc basis with manual intervention
• First come first serve without consideration of location / priority
• Credit approval at the discretion of individual
• Automated order management (over the phone and through EDI-
flat file daily interface)
• Automated order release and consolidation
• Synchronized origin-destination customer / product pricing data
• Automated order management (electronic/ web-based channels) with real-
time updates
• Prioritization is automatic if desired (rule based)
• Automated credit management and 0-day invoicing
4.Warehouse
Management
• Warehouse activities are highly manual, generating inefficiencies
• Non-standardized product codes between factories and sales loc’s
• Limited visibility and monitoring in warehouse process
• Batch picking & RF for Inbound/ outbound
• Electronic SKU-level ASN
• WH space optimization and tools and ABC activity-based slotting
• Use of pick face for fast-moving products
• Automation of picking (voice / light picking), packing & labeling
• AS/RS systems, advanced RFID solutions (i.e. QR code, i-Beacon)
• Event Management capability and global organizational visibility through web-
based WMS and Control Tower based solutions (e.g. GT Nexus)
5.Transportation
Management
• Some level of strategy around building loads in pick-up address
sequence
• 3rd party primarily responsible for decisions with limited visibility
• Fixed modes and schedule, no options considered
• Centralized transportation planning and routing
• Optimization of available capacity related to blocked-space-
agreements
• Order tracking and tracing (web based interface) with mobile App-
based visibility
• Integrated inbound/ outbound using advanced TMS solutions
• Automated BOL generation and transmittal of ASN to customer.
Transportation agility and visibility through web-based solutions
• Optimal consolidation of freight through freight gateways
(e.g. Shanghai, Hong Kong, Singapore)
• Collaborative transportation processes allows scheduling changes based on
customer requests and carrier capacity
6.Inventory
Management
• No tracking or only manual tracking
• Inventory is planned by manual inspection of historic data
• Execute history inventory management policies without questioning
• Limited consideration of product lifecycle management
• Real-time inventory control and visibility to SKU level inventory
• Automated EOQ driven Policy and Safety Stock Setting
• Wall-to-wall stock count and periodic cycle counting
• SKUs labelled with barcodes (either supplier driven or in-house)
• Advanced planning & optimization (APO) tools
• Driven by Integrated Business Planning / Corporate S&OP process
• Formal physical inventory count with accuracy > 99.5%
• Redistribution of finished goods inventory for consumption in other markets
7. Return Management
• Return policies are unclear and outdated
• No standard lot and batch tracking process or systems
• No formal demarcated area for returned product
• No RMA policy and mechanism for validation
• RMA process automation adoption rates vary across organization
• Standardized inspection criteria & procedures
• Lot and batch tracking. Status provided by Logistics Service
Provider
• Clear demarcated area for returns
• Automated RMA process and integration with order management system
• SCEM and risk management systems in place
• Real-time tracking of returns (in-stock / in-transit). Web based interface for
pick-up requests and status lookups
• System directed put-away and alerts for RMA process handling
8. Customs & Trade
• No import/export compliance strategy framework with vendor
• Basic internal knowledge/ information on trade compliance / trade
facilitation
• Operationalization of Warehouse SOP on ad-hoc basis
• Import/ export compliance strategy in place
• Robust Track and Trace capability to track of stock movement,
Inbound COOs and applications of MCs
• Valid and Operationalized Warehouse SOP
• Frequent evaluation and optimization of import/ export compliance strategy
• End to end and real-time Interface/visibility to customs portal (e.g. TradeNet)
• Automated generation of the import/ export documents
• Cloud-based ECM solution to support customs documentation submission
9. Technology
• Decentralized applications and multiple ERP instances
• Low data integrity with manual work arounds for reporting & visibility
• Lack of integrations between systems
• Limited MHE automation beyond basic forklift and system data entry
• ERP System integration across business units & geographies
• Accurate, real-time, & filtered information used to drive decisions
• Inbound, outbound and storage processes supported by RF
technology with interfaces to WMS system
• BI-systems available for operational performance reporting
• Flawless Fulfillment (e.g. adaptive modular computing solution, augmented
reality, wearable technology)
• Autonomous Logistics (e.g. TMS mobility solutions, automation guided
vehicles, and unmanned aerial vehicles)
• Robotics and Automation (e.g. sensor-guided robots, A-frame picking)
20
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Improving Logistics Productivity
Before we moved on to the next speaker, we gave participants time to digest what Walter had shared and invited them to share the
current top 3 challenges they faced in their supply chain operations. We also introduced the supply chain maturity model to provide a
common anchoring point to help guide them through the discussions and placing their key challenges at their perceived level of supply
chain maturity (basic – advanced – leading) for each category in the supply chain maturity model .
Technology is the biggest
challenge for us! We’re in the very
basic stage – there are systems in
place, but so fragmented and
disparate it’s impossible to get a
proper overview of what’s
happening. Consolidation is… a far
off dream!
We’re in the advanced stage for
all categories listed here. Very
proud of that! The biggest
concern now is cost. Multiple
factors come into play. Can we
be advanced and be cost
efficient at the same time?
ASEAN.. Is still emerging and
growing. We’re not that big as a
revenue generator so we’re
placed low in queue. That affects
fulfilment time.
Not sure where to start.. We’re
spread across the region and
unique by country. The Regional
Distribution Centre model
doesn’t really apply now.
Warehouse management adds
to our operating cost pressure.
We currently do this ourselves
and do it pretty well – I’ll put us
in the advanced level.. But it
comes at a huge price!
Fundamental things like having
skilled manpower affects
multiple categories.. For example
fulfilment and logistics strategy,
customs and trade facilitation..
Navigate customs and border challenges with grace to maximise benefits from Free Trade Agreements
Capitalising Customs & Trade Opportunities
22
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Capitalising Customs and Trade Opportunities in the Region
Bob Fletcher, Customs and Global Trade Leader for Southeast Asia was up next, imparting his wealth of experience to participants. He
highlighted 8 different opportunities and how each could be capitalised upon.
Trans Pacific Partnership
(TPP)
Opportunity
Market access to the US and
South America = Trade Growth
Capitalisation
ASEAN Economic
Community (AEC)
Opportunity
Increased intra and inter
ASEAN cross-border
movement of goods
Capitalisation
Trade Facilitation Schemes
Opportunity
Improved cash-flow and
efficient landed duty costs
Capitalisation
Free Trade Agreements
(FTAs)
Opportunity
Extensive network =
Wider market access
Capitalisation
23
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Capitalising Customs and Trade Opportunities in the Region
Time: 1055-1115
Systems / IT Capabilities Need for robust ERP and WMS
systems to satisfy documentary
requirements for FTAs, ICP and
trade schemes
Opportunity Capitalisation
Focus on end-to-end
supply chain securitySupply Chain Security
Opportunity Capitalisation
Higher demand to partner
with self-reliant companies
National / ASEAN Single
Window
Opportunity
Streamlined processes, faster
clearance times
&
More transparency between
authorities
Capitalisation
Document ManagementStandard process
&
Data management policies
and procedures
Opportunity Capitalisation
Participants had questions on the feasibility of reaping the benefits of free trade agreements (FTAs) citing examples of new policies put in
place which may defeat the purpose of FTAs for certain sectors.
24
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Capitalising Customs and Trade Opportunities in the Region
As an extension to Bob’s sharing, we wanted to provide participants with an avenue to share their challenges in utilising FTAs and
leverage off the experiences of one another. We had participants pick from a selection of pictures, a single picture that resonated most
with them – whether it represents a current challenge, opportunity or a quick win.
Time: 1120-1135
Our team actively looks into the FTAs
and works with the regional teams to
maximise some of the benefits we
can reap. We then pass these savings
on.. I picked this picture because
we’d like to be seen as one cohesive
ASEAN team, bringing value to the
business instead of just being a cost
centre.
The choice for me is simple.. And
you would all agree.. I need a more
simplified and intuitive approach to
my current operations! I can’t think
of leveraging any FTAs without a
proper handle or view of things.
For me it’s information security..
We never know what we have to
lose until we actually lose it.
That’s a scary thought. We talk a
lot about cyber security these
days.
Definitely technology.. It moves
so fast we can’t ever keep up!
Same goes for policies and
compliance.. I chose this picture on
compliance. You need to keep a tight
lid on things which can be a
challenge with so much going on.
We refresh our distribution network
every couple of years.. I think we can
afford to bake in the aspect of how FTAs
come into play more when we review our
operations. Like what they’ve done with
their team.. We would like to bring not
just reliability to customers but also value
to the business.
Navigate customs and border challenges with grace to maximise benefits from Free Trade Agreements
Leveraging LSPs’ Services and Products for
Better ROI
26
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Leveraging LSPs’ Services and Products for Better ROI
In the final segment, Chris Pearce, CEO of Toll Global Logistics (part of Japan Post) addressed some concerns brought up by participants
regarding managing logistics cost and trade compliance. Chris shared how third-party logistics service providers (3PLs) can be leveraged
to enable operational excellence, improve productivity and efficiency and facilitate trade compliance. Leading 3PLs can provide a logistics
innovation infrastructure and operating platform for clients to tap into eliminating high CAPEX investment and longer time to market.
Logistics and supply chain
needs to be seen as a
Value Creation Partner
Concentrate on your CORE business
What Leading Logistics
Service Providers offer –
Technology & Systems:
Partner your LSP and grow
togetherCustomer centricity
We start by walking
in your shoes
Automation, Robotics,
Visibility – Control Tower
What Leading Logistics
Service Providers offer –
Operations Excellence:
Drive productivity and
efficiency
What Leading Logistics
Service Providers offer –
Shared Asset Utilisation:
Multi-user warehouses,
Vehicle consolidation,
Innovation – e.g. Super B
What Leading Logistics
Service Providers offer –
Trade Facilitation:
Integrated E2E solutions,
Regulatory compliance
27
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Leveraging LSPs’ Services and Products for Better ROI
As an extension of Chris’ sharing, the group was presented with the outcome of an initial voice-of-customer survey conducted by Toll
Global Logistics1, outlining the requested value added services and key considerations for LSP evaluation & selection for different
industry sectors. Each participant was asked to review these initial findings and comment on whether they felt this also covered their
needs or if anything else should be added or removed from the list. This triggered deeper conversations leading into a networking lunch
where further ideas and solutions were brainstormed answering to individual participants needs.
Based on your company’s current needs,
1. Do you think the findings through the Voice of Customer
survey are aligned to yours?
2. Is there anything else you would like to add to the list?
1Note: The Voice-of-Customer Survey was conducted in 2015 cover 17 participating clients across 4 industry sectors
28
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Voice of Customer Survey Findings
Telecommunications, Utilities, Construction
Consumer Electronics, Automotive, Industrial
29
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Voice of Customer Survey Findings
eCommerce / Consumer Business / FMCG
Pharmaceutical and Medical Devices
Gallery
31
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Gallery
32
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Gallery
33
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Graphic Recording
34
Copyright © 2016 Deloitte Greenhouse Southeast Asia. All rights reserved.
Contacts
For any further questions or dialogue we would be more than happy to connect with you.
BOB FLETCHER
SEA Customs and Global Trade Leader
Deloitte
M: +65 9728 6780
WALTER KUIJPERS
SEA Supply Chain Consulting Leader
Deloitte
E: [email protected]: +65 8661 23639
CHRIS PEARCE
Divisional Director/ CEO
Toll Global Logistics
M: +65 8218 8063
SASHA VASILJKOVIC1
Director Business Development (Asia Pacific)
Toll Global Logistics
M: +65 9710 2502
1Note: Any enquiries regarding Supply Chain requirements for Toll Global Logistics in the Asia Pac region should be directed to Sasha Vasiljkovic
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as
“Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/sg/about for a more detailed description of DTTL and its member firms.
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About Deloitte Southeast Asia
Deloitte Southeast Asia Ltd – a member firm of Deloitte Touche Tohmatsu Limited comprising Deloitte practices operating in Brunei, Cambodia, Guam, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines, Singapore, Thailand and Vietnam – was established to deliver measurable value to
the particular demands of increasingly intra-regional and fast growing companies and enterprises.
Comprising 270 partners and over 7,000 professionals in 25 office locations, the subsidiaries and affiliates of Deloitte Southeast Asia Ltd combine their technical expertise and deep industry knowledge to deliver consistent high quality services to companies in the region.
All services are provided through the individual country practices, their subsidiaries and affiliates which are separate and independent legal entities.
About Deloitte Singapore
In Singapore, services are provided by Deloitte & Touche LLP and its subsidiaries and affiliates.
This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte network”) is, by means of this communication, rendering professional advice or services. No entity in the Deloitte
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